Development through dialogue

By understanding and acting on the issues that our stakeholders perceive as important, we can develop the group in the right direction. Continuous stakeholder dialogue is particularly important in light of the rapid changes taking place within the industry.

Important issues

PostNord conducts dialogues with a number of internal and external stakeholders. In combination with the information PostNord receives from various surveys, these dialogues allow us to better understand and manage the trends, opportunities and risks that affect us. Stakeholder dialogues are conducted in various formats and with varying frequency. Dialogue responsibility is allocated to various parts of PostNord’s operations, depending on the stakeholder and the nature of the issues. Below is a summary of PostNord’s stakeholder dialogues, divided by stakeholder group, type of dialogue and issues in focus.

STAKEHOLDERS GROUP TARGETS 1) DIALOGUE REGULAR MEASUREMENT OTHER MONITORING IMPORTANT ISSUES
Owners PostNord is owned to 40% by the Danish State and to 60% by the Swedish State. The overall mission from the owners is to create value and ensure execution of a universal service obligation. An equity-assets ratio of at least 35%. ROE of at least 10% over a business cycle. AGM, discussions, meetings.
Interim financial statements, annual report including corporate governance report, sustainability report, presentations, other reporting. Value creation and financial stability, sustainable business practices, performance of universal service obligation stipulated by law and license conditions.
Society PostNord plays a key role in the Nordic business sector and society. With a long-term, stable and profitable business, opportunities are created to meet and exceed demands for environmental compatibility and social responsibility. Similarly, acting in an environmentally sound and socially responsible manner strengthens our competitiveness. Improve the Corporate Image index (TRIM). Discussions, meetings, and correspondence with regulatory authorities, politicians, and opinion leaders. Dialogue and collaboration with organizations in the sector, interest groups (e.g., rural), sports and culture organizations, organizations for sustainable development and social responsibility. Corporate image surveys in which approx. 400 individual customers per week answer questions on how they perceive Posten or Post Denmark.
Quality, security, simplicity, reliability, accessibility, consideration of customer needs, value of products and services, good management of the company.
Capital market PostNord finances its operations partly through bond loans. Capital market confidence is therefore important to PostNord. The ambition is to be an investment grade company. Telephone conferences, meetings and other correspondence with analysts and investors. Price of PostNord’s outstanding bonds. Interim financial statements, annual report including corporate governance report, sustainability report, presentations. Financial stability, cash flows, ownership structure, sustainable business, transparency.
Customers PostNord is the Nordic region’s leading communication and logistics company. Our customers need be able to reach their recipients on time, securely, and effectively. Improve the Corporate Image index (TRIM). Improve the Customer Value Index (KVI). Meet Swedish State’s requirement that at least 85% of 1st-class letters are delivered on following business day and 97% within three days. Meet Danish State’s 93% quality requirement for all services falling under the delivery obligation. Communication through the sales organization, customer service, customer ombudsman/appellate authority, drivers and mail carriers and through PostNord’s service network. Measurement (twice yearly) of customer satisfaction and private and corporate customers’ perceptions of PostNord and PostNord’s operations. Customer perceptions PostNord's external partners are included in the survey. Measurements of delivery quality for letters and parcels, measurements of environmental impact of operations. Accessibility through good geographic coverage and scope, high sales competence and good customer service, reliability, security, environment, focus on solutions for customers.
External partners PostNord’s partners play an important role in our meetings with customers. The group currently has a total of 5,341 distribution points.
Continuous, ongoing dialogue with external partners through various channels. Annual measurements of Swedish and Danish partners’ perceptions of their collaboration with PostNord. Mystery shopper measurements. The function of cooperation with contacts at PostNord’s external partners, delivery reliability, information from PostNord in support of customer service.
Employees With approx. 39,000 employees, PostNord is one of the largest employers in the Nordic region. Part of the group’s vision is to be an attractive and stimulating workplace. Improve employee index (MIX) and management index (LIX). At least 40% female managers by 2015. Reduce sick leave levels. Performance reviews, workplace meetings, employee dialogues, communication via internal channels, dialogue with trade unions, Management Planning Process, Senior Management Meetings. Annual employee survey (FOCUS). Monitoring of leadership quality, employee commitment, sick leave and gender equality. Customer focus, clear information on group’s development and direction, good working conditions.
Suppliers Every year, PostNord procures goods and services for amounts in the billions. The development of supplier monitoring processes is important for the group.
Procurements, purchasing negotiations, other dialogue in connection with purchases and quality assurance meetings.
Measurement of supplier loyalty and compliance with the supplier code. Transparency in procurement processes, ability to pay, quality of delivery.
Environment PostNord’s operations are based on transport. Environmental requirements are increasing and reduction of carbon dioxide emission is a prioritized matter. Reduce carbon dioxide emissions by 40% from 2009 to 2020. Customer and supplier meetings, external conferences, dialogue with students interested in the environment. Specific environment-related questions in group’s customer and employee surveys. Annual and Sustainability Report. Reduced dependence on fossil fuels.